Peak Experiences and Strategic It Alignment at Vermont Teddy Bear Presentation

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Please provide a powerpoint presentation from the case study “Case 2: Peak experiences and strategic IT alignment at Vermont Teddy Bear”.

I have attached the case study and helpful instructions to put on powerpoint and all reading associated with Business Strategy and IT Alignment.

If you have any questions, please do not hesitate to contact me. Thank you.

 

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SPRING 2004 VOL.45 NO.3 MITSloan Management Review Mark Jeffery and Ingmar Leliveld Best Practices in IT Portfolio Management Please note that gray areas reflect artwork that has been intentionally removed. The substantive content of the article appears as originally published. REPRINT NUMBER 45309 Best Practices in IT Portfolio Management B usiness executives love to hate information technology, yet IT expenditures continue to increase. In 2002, $780 billion was spent on IT in the United States alone, with IT budgets of individual companies, such as Citigroup Inc., reportedly as high as $4 billion. At the same time, accounts of wasted investments make headlines, providing fuel for IT skeptics: An estimated 68% of corporate IT projects are neither on time nor on budget, and they don’t deliver the originally stated business goals. Some even claim that during the last two years, $100 billion to $150 billion of U.S. IT projects have failed altogether.1 Considering that IT budgets comprise hundreds or even thousands of projects running simultaneously across functions, business units and geographies, it’s a challenge to select projects for investment that are synchronized with corporate strategy. Charged with managing such projects effectively, executives are asking, “How do we maximize the business value from IT investments?”2 The answer may be IT portfolio management (ITPM) — that is, managing IT as a portfolio of assets similar to a financial portfolio and striving to improve the performance of the portfolio by balancing risk and return. Analogies that build on financial-portfolio theory or on concepts about product and research-and-development pipeline portfolios (which are more akin to IT portfolio management than to financial portfolios) are not new.3 ITPM has evolved into a combination of practices and techniques used to measure and increase the return on individual and aggregate technology investments — existing and planned — and to reduce risk. An investment portfolio comprises all direct and indirect IT projects and assets, including infrastructure, outsourcing contracts and software licenses. To find out how extensively ITPM is used in large U.S. companies, we conducted research from November 2002 to March 2003. The research — consisting of a survey of 130 Fortune 1000 chief informat

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